May 5, 2025 • 34 mins
Welcome to Episode 308 of the Good Girls Get Rich Podcast and I’m your host, Karen Yankovich.
What if the story you’ve been hiding is actually your superpower?
In this week’s episode of the Good Girls Get Rich podcast, I sit down with the incredible Celi Arias — CEO of Grown Ass Business — and we dive deep into what it really takes to build a business that not only survives… but scales with integrity.
✨ Spoiler alert: It’s NOT about chasing shiny funnels or working 18-hour days.
#GoodGirlsGetRich
We want to hear your thoughts on this episode! Leave us a message on Speakpipe or email us at info@karenyankovich.com.
About This Episode & Highlights:
Celi’s journey is as real as it gets. From managing multiple businesses in Argentina to a moment of true reinvention (yes, sleeping on the floor of her sewing studio kind of reinvention), she cracked the code on what it means to build a strong foundation in business.
Her "Get Ahead in Business" methodology is one part business school, one part rebel truth-teller, and all about making sure you stop spinning your wheels and start thinking like a CEO.
In this episode, we talk about:
- Why your business feels chaotic (even when you think you're doing it all right)
- The 5 key growth systems every business must have (hint: you’re probably missing a few)
- What it really means to wear “all the hats” — and why that’s a myth
- How to reframe your failed ventures into data-driven wisdom
- The mindset shift every entrepreneur must make if they want to scale sustainably
Celi doesn’t sugarcoat. She brings receipts. And her story is proof that you don’t need to be anyone other than your brilliant, messy, determined self to rise up.
Key Takeaways:
- Listen now if you’re...
Tired of duct-taping your business together with freebies and guesswork - Feeling like you're missing something but not sure what
- Craving a grounded, intelligent approach to building a 7-figure company (without burnout)
- Ready to stop proving your worth and start owning your CEO seat
Join the conversation: Share this episode and tag me @karenyankovich and Celi @celigrowsbusiness. Let’s show the world what real business wisdom looks like.
Want more support like this? Come hang out with us inside our free community for women building visibility and credibility — LinkedInForWomenCommunity.com (yep, it’ll forward you to our private Facebook group).
Magical Quotes from the Episode:
Celi Arias:
- “You’re not wearing all the hats — you’re just wearing the one you’re good at and hoping the rest work themselves out.”
- “The real job of a business coach is to condense time — because you're either going to run out of money or run out of faith in yourself.”
- “Strategy is the easy part. The hard part is not falling into the trap of ‘I must suck’ when something stops working.” <
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Unknown (00:00):
Karen,
(00:09):
hello and welcome to the goodgirls get rich podcast. I'm your
host, Karen Yankovich, and I'mexcited to be here today with
our guest this week, Sally.Arias, Sally and I am looking,
really looking forward togetting to know Sally. I don't
know her that well, so we'regoing to meet. Well, so we're
going to meet her together.Sally is the CEO and founder of
the grown ass business, whereshe guides entrepreneurs through
her proprietary methodology, keygrowth systems. It builds. She
(00:33):
helps you build strongfoundations in your business,
recognized as a top coach by theupside in 2024 Sally helps
clients break free from revenueplateaus and burnout by focusing
on core business principles overquick fixes. I love that her
approach emphasizes clarity andcontrol, optimizing essential
business departments to ensuresolid foundations for scaling up
(00:54):
to seven figures and beyond withan impressive educational
background, including twobachelor's degrees, an MBA, a
master of divinity and twoadditional certificates. Sally
brings a wealth of knowledge toher coaching practice. Her
diverse experiences fromprofessional tango dancing to
working in the fashion industry,coupled with her immigrant
background from Argentina, haveshaped her into a dynamic and
(01:15):
passionate coach dedicated tohelping entrepreneurs achieve
their business goals and realizetheir full potential. Sally,
welcome to the good girls getrich podcast. Thank you. Thanks
for having me. I'm excited totalk to you too. So this is
going to be fun. Yeah? Wow, allthe things, all the things I
want to dive into, like, all thethings around my mind, I'm like,
(01:36):
Hmm, I need to edit that down.That's a mouthful. Yeah, you
know what? It's fine. If Ineeded to, I would have but it
was a lot of good stuff inthere. So stuff in there, so I
wanted to get it all out. Youknow, we're recording this. It's
the end of 2024 it's been acrazy year for business. I'm not
sure this is probably going togo live in the end of 2024 I
didn't actually look before wehit this recording. But I guess,
I guess, as I'm looking at allof this, one of the, some of the
(01:58):
things that I really love aboutwhat you talk about are the core
business principles and the andthe, you know, clarity and
control and scaling. Because Idon't know if you're
experiencing this, but I cantell you that I've experienced
this, and many of the peopleI've interviewed and many of my
clients 2024 and maybe evenparts of 2023 there was just
some big shifts in how businessis working, and what worked two
(02:21):
years ago is not necessarilyworking now, and I've never seen
it in my business the way it'sbeen in the last couple of
years. So I'm looking forward tohearing your take on all of
this. Okay, yeah, amazing. Intoit. So you talk, you know, so in
our notes, in my notes, aboutthe the kinds of conversations
we could have here, you talkabout the fact that you have
(02:43):
your journey comes from beinghomeless to becoming a seven
figure business owner. So tellme a little bit about that.
Let's start there, like how youknow? Because I think our
audience can relate to shifts inidentity and shifts in
prosperity and shifts in youknow, just how things are
working. So, so tell us a littlebit about your journey. What
(03:03):
brought you to where you aretoday? Yeah, you know, it's
funny too. There's things aboutyour journey that you kind of
block out or don't, don't giveit much energy and attention,
because it was a hard time inyour life. And I was at a dinner
last year. I was at a like,important people's dinner put on
by my mentor, and he does thisthing where you go to the if
(03:24):
you're invited to these dinners,you're not allowed to say what
you do. And he'll give youprompts to make it kind of an
interesting night of of deeperconnection with interesting
people. There might be somefamous people in the room, so
you obviously recognize them.You're like, well, I know what
you do, right, right? But hewent around. I was sitting he
was to my left, and hisassistant was to my right, and
(03:45):
he sent out this prompt of shareone thing that no one at this
table would ever guess aboutyou, that's really embarrassing,
something that's embarrassingabout you that you would never
no one could ever believe thatthat happened to you. And I was
sitting next to his assistant.And of course, I was the last
one to go, because he wentaround to his left, you know. So
(04:07):
I'm listening to all thesereally interesting, amazing
stories. And I kind of, I kindof like that position, though,
because you could also kind offeel out the room, what kinds of
things are people going to say,right? That's true, but you
know, it's like, it's like,everyone gets better and better
and better. And so I was like,Oh no. And I looked at her, and
I was like, I don't know whichstory to tell. I have two. I
have two really, and because Ihave a really, really
interesting background, whichyou just read a lot about, which
(04:29):
would never believe in amillionaire. And she looked at
me and she said, Well, somethingI'd never believe about you is
that you've ever experiencedanything like homelessness. And
I was like, huh,
funny. You should say that thatwasn't even one of my stories I
would consider sharing, and itwas this funny moment to me of
and I told her that, and she wasflabbergasted, and I thought,
(04:54):
Oh, wow, there's areas where wereally hold so much shame we
don't even consider that astory.
Really worth telling, even whenprompted, wow, yeah. And there's
a lot of vulnerability aroundthat to share, right? But I
think that that also bringsrelatability. So what happened
when you shared the story? Yeah,so there was this moment of, oh,
(05:16):
good lord, there's a lot ofpower in some of my stories that
aren't the glamorous successstories, right? So I share it
more openly now. So when youasked me that, I was like, Oh,
that's funny that this is comingup,
but yeah, for me, I have been anentrepreneur since I was 11
years old. I'm an immigrant andchild of immigrants, and when I
(05:38):
was a kid, I really wanted tostudy ballet, and my parents
couldn't afford it, and I wasvery much entrepreneurial. I was
like, no problem, no big deal.I'll just start a business. I'll
just do something to make money.And I didn't want to mow lawns
because that seemed exhausting,so I started a babysitting club,
and I literally made my ownmoney. I rode my little garage
(05:59):
sale bicycle to the nearestdance studio. I went in and I
signed myself up. Wow, that'sawesome. And that's and I feel
like, if you were that way as akid, you're probably an
entrepreneur. I think that'strue. I was thinking about that
when you were saying that, like,if you ask, I should maybe ask
that question on this, on thisshow to people more like, were
you entrepreneurial as a kid?Because I think you'll find
that, you know, we're the onesthat were like organizing the
(06:22):
backyard plays and carnivalsand, you know,
yeah, and charging inventions,right? Charging and mittens.
Yeah, exactly. So in my 20s, Ihad a fashion line.
Fast Forward, I moved back toArgentina, where I'm from. I got
my second degree in fashiondesign. I started a fashion
(06:43):
line. I also was teaching. Ialso had, I had, I was running
three businesses at the time,actually, and bad partnerships,
bad moves, not checking, notlike being very of work. You
know, my word is my bond, so Iassume yours is two not really,
not knowing my numbers, put mein a situation. That one
(07:06):
argument kicked me out of two ofthose businesses, you know, at
the drop of a hat, and I was onthe street because one of the
businesses was a bed andbreakfast that I managed, and
really helped run the wholething, everything about it, but
that argument left me out on thestreet. So the good thing was
that I, you know, and I don'talways think I was homeless,
(07:27):
because I did have a little
studio, Sewing Studio that Irented. So I did go sleep on my
little factory floor. So I had,I had a place to go, but I
didn't really have a home forquite some time. I didn't
actually have, like, a home. Iwas, you know, sleeping on a
cement floor next to the buzz ofa refrigerator and lots of
(07:51):
sewing machines, yeah, you know.But, I mean, listen, I don't, I
don't, I think what, what I'mhearing, though, is, and this is
the part of the of this that Iwant to hear more about, too, is
like the resourcefulness thatmany entrepreneurial people
have, which is just like, Okay,well, this didn't work. So it
doesn't mean it doesn't work. Itjust means I've got to re
(08:13):
organize or shift or, you know,reinvent something maybe a
little bit. Is that kind of whatyou did? Oh my gosh, that's what
I did then, and I think that'swhat I keep doing, and that's
what I coach my clients to do. Ithink that's what we do, right?
And if you don't do that's whereyou get frustrated with
entrepreneurship, and you startto make it about you. I'm not
(08:36):
good enough. I'm not smartenough. There must be something
wrong with me. I'm doing thiswrong. Everyone else seems to be
having a good time, and I'm not.And it's like, no, that's not,
that's not it at all. It's thenature of the game, which is,
ooh, oops, mistake made, learnfrom mistake, right? Take in
that data, pivot, try somethingdifferent. So, but I did have an
(08:58):
opportunity in that moment, andI think this says something too.
My mother called me and insistedI fly back to New York. I'm
moving with her, and she's like,just give it up. You know, like
you just you don't have a home,you have to start over. Also,
those two businesses closingmeant that one of my biggest
lead flows to my fat my fashionline was attached to those two
(09:20):
other businesses. So my biggestlead flow had suddenly closed to
my fashion line as well. So itwas really like, start over, do
over. And she insisted that Icome home, and I just was like,
No,
I gotta, I gotta see thisthrough. I mean, there's a
little bit of 20 you're in your20s, and you have that kind of
energy and that kind of naivete,for sure. But I was like, No way
(09:45):
this is not going to crush me.I'm not running home to mom and
doing what she would like, whichis get a corporate job and have
a very safe life. I was like,No, I'm sticking this out. And I
worked my way back up. I had tocreate new leaf flow. I had.
To create new connections, I hadto go network more and go to
events and put my clothing outat events. And I'm a total
(10:06):
introvert, so I had to, and thenI started by renting a room at
somebody's house, and then Irented a room in somebody else's
house. And like, I went fromhaving, you know, being in this
huge, five story home tostarting over, you know, renting
rooms and doing the whole thing.But there is something about the
entrepreneurial journey in that.Well, yeah, and I, and I, you
(10:29):
know, I mean, I know a lot ofthe work that you do is focused
on the foundation and and thepillars of your business. So I
would, I would imagine that waskind of like, you know, kind of
trial by fire, a little bitthere, right? Like, oh, this
wasn't in place. So not only amI going to do it, you also
probably could recognize whereother people were missing that.
(10:50):
Yeah, I mean, at the time, Ididn't look there, there's,
there's a, there's like, twoways to do business, right?
There is that 20 year old I'mjust going to push through and
white knuckle it and work 20hour days. That's an option, or
you get smarter, right? And Itry to help people get smarter
earlier on in the journey. Ilove that because I think I
(11:12):
always say to people, look
a business coach. Really a goodbusiness coach. Their one job is
to condense time for you,
because you're up against theclock, because what's going to
happen over time is you'reeither going to run out of
money, you're going to burnthrough your run rate, or worse,
(11:33):
you're going to burn throughyour own faith in yourself.
Yeah. So that's what a goodbusiness coach or a business
coaching program. They shouldn'tbe
giving you the shiny object orthe one tactic or the new
marketing strategy or the newfunnel or building out yourself
there. They need to be thinkingabout, how do I actually teach
(11:54):
you all the things that you needto know about business? Because
you deserve to know what youneed to know, and you deserve to
understand it so that I condensetime for you that business. I
ran that business for nineyears, but I made all the
mistakes. I didn't think aboutthese things, right? I just was
like a spinning plates crazyperson, you know. And I had the
energy to do that too, because Iwas in my 20s. But I would say
(12:16):
that business ran me into theground, and even when it ran me
into the ground, I kept goinguntil I did hit that day where I
was like, There's got to besomething wrong with me. Maybe I
need an MBA,
which is nothing else, by theway, guys don't, don't go get an
MBA if you're an entrepreneur.
So I didn't. I learned all thisstuff the hard way, really,
(12:39):
really, really, the hard way,and that's why I'm very
passionate about how do I makeit as simple and condensed as
possible, so that you know thegame of business and you run
your business that way. So howdid you make that shift, right?
Like you were running thisbusiness and it was fashion
related, and then you weregetting your MBA, and now you
(13:02):
are, you know, helping us becomeseven figure business owners,
right? So how, how did you makethat shift? And when did you
make that shift?
I think it has a little bit todo with leaning into your
strengths and knowing whereyou're strong. So for me, I am
an engineer at heart, and I'm anintrovert and I'm an observer.
(13:22):
So in my MBA program, I startedto
observe more, and I started togo, what can I, you know? I went
into an MBA trying to be betterat business. A lot of people
went into their MBA because theyjust, they needed it to get
their promotion and climb theladder as an entrepreneur. I
didn't even understand thatworld. You know, I was like,
what? Oh, you're just doing thisimpress your boss. Like, in my
(13:45):
brain, I was like, oh, no, I'mtrying to understand this stuff.
I need to really figure it out.I need to. I've made a lot of
mistakes. I gotta, I gotta getin here. I gotta get my hands
dirty. So I really went intoEngineer mode. And then from
there, I worked at a startup.And it was one of those scrappy
startups where you are thedirector of marketing, but
(14:06):
you're also kind of the directorof ops, and you're also helping
with sales. And it was, which iswhat many people listening
probably feel like right now intheir own business, right?
Absolutely. And so it was greatfor me, because I was like,
Okay, what's working here andwhat's not working here. So I
started. I took that role. Itook that position for many,
(14:26):
many years because I wasn'trunning my own business at the
time. So I was at a startup as adirector of marketing turned
director of ops, because theywere like, Wait a minute. This
girl understands supply chain.She understands step by step
processes that need to happen toget a shirt made. She doesn't
need to. She can market itbecause she can market it. She
can talk about it, but she cantalk about it because she
understands the operations. Andthen that company closed, so I
(14:47):
paid attention to, like, whythey closed, what happened, what
would I have done differently?Then I got a job in corporate
sales because of myunderstanding of marketing,
sales and supply chain,corporate sales and luxury
fashion and luxury.
Partnerships. So I learned whatreally doesn't work in
corporate. I just, I always, Iclosed really big deals, but I
(15:08):
did them in this entrepreneurialway, and I always got a lot of
pushback from my bosses, oflike, but you didn't do it our
way. And I'm like, Yeah, butyour way is broken.
So I think I just for many, manyyears, I think people need to
understand this. It's not thethis. It's not that like I had
one failed business and thenstarted another one and fixed it
overnight. Absolutely not. Ialways tell people this, think
(15:30):
about it for a second. Justthink most of the successful
entrepreneurs that we worship
right that are big deals in themedia or have big platforms,
they always talk about howthey've had seven or eight or
nine or 10 failed businessesbefore this one that we know
them for, yep, yep, right? Andthere's a reason for that. It's
(15:52):
because they're actuallylearning all this stuff and
figuring it out business afterbusiness after business. I just
didn't do that. Maybe I didn'thave the I didn't have the
backbone for it. I definitelydidn't have the budget for it.
But I went back into startupsand corporates, and then back to
startup, but with this alwaysrunning behind in the back of my
(16:12):
mind, what's working here?What's not working? What could I
learn from this? What would I dodifferently? You know, I would
go, when I was a COO, I wouldhave to report the numbers every
week to the board. And Iremember being like, No, I'm the
process in OPS girl, and Imanage the team, and I get
everything done, but I can'treport on the numbers and sales
and the growth plan to you. Andthey were like, Yeah, that's
(16:34):
your job too. So I think that mytime away from entrepreneurship,
I was still running anentrepreneur program. In the
back of my mind, I get that,yeah, it all out, and I think
that's a big part of it. Andthen I became a head coach for a
coaching firm and coachedhundreds of businesses in a
(16:55):
very, very short amount of time.So I started to see pattern.
It's ultimately patterns. Sothat's what I was just going to
ask you, what do you look forwhen you see or when you're
working with a company, or,like, when, if I'm listening,
you know, for the people thatare listening right now, what do
you look for when you are, youknow, helping somebody make sure
that they do have things inplace to grow and scale?
(17:17):
Okay, so this is how, this ishow I think of it, and this is
my methodology, and this is theget ahead in business method,
which is, you said it earlier,everyone can relate to feeling
like they're running all thedepartments and doing all the
things, and they feel reallyscattered. My theory is that
you're only feel that way, butyou're actually not doing it.
Okay. You're running all you'rerunning all of the departments
(17:40):
from your limited knowledge andskill set of each department,
there's probably one departmentwhere you feel really strong in
whether you're naturally abetter marketer, or you're a
better inspirational leader,you're like that visionary
leader that comes up with a newidea every week, right, right?
Or you're like me that you lovedbeing a COO and you loved
operations, but you have troublegetting visible whatever it is
(18:03):
you're running, you're wearingall the hats, but not really.
You're wearing all the hats fromthe position of whatever hat
you're strong in. And businessis like sports.
To me, it's kind of like, Ialways say this,
we approach like, if you, if youwere to, do you play soccer? Do
(18:25):
I play soccer? Yes, no. Rightmeaning to watch soccer. I know
how to, I know how to I know Iknow how to watch soccer.
Perfect examples for thisanalogy I write, I'm Argentina.
I love watching soccer, right?But if you were in front of a
soccer field, you wouldn't darewalk out onto that soccer field
and try to play right? Like, ohno, no, no, no, do not pass the
(18:49):
ball to me, right, right? I knowwhat I'm doing. You need Right?
Like, I'll, you know, right? So,but that's what we do with
business, right? We watch it,and we go, oh yeah, I can do
this. And not only I can dothis, but how hard can this be?
If this person can do it, Ishould be able to do it right.
I've observed it. I've watchedit. I can walk out into the
field and run a business andmake seven figures. So that's
(19:11):
problem number one and numbertwo. A lot of times, because
you're starting a business,you're doing some something
counter cultural that makes alot of people in your family and
your soccer group nervous anduncomfortable for you. So worse
off you. You feel like you haveto walk out into that field, and
you feel like you have to bemessy, like I gotta prove
(19:31):
myself. Not only do I not knowwhat I'm doing and I don't know
how to dribble this ball, and Idon't know what the positions
do, like I'm Argentine, I do notknow what the soccer positions
are, I don't know what aposition does, right, but that's
how we approach business. Like,not only am I starting a
business and I don't know whatI'm doing, but I gotta prove
myself right, and I gottapretend like I know right,
(19:52):
right, right. So what I do? Sowhat do you recommend? What are
all? What are the positions?What do they do, and what is
the.
Minimum that each position mustdo. So what I teach people, the
five key growth systems are, ifyou hired a CMO, here are the
three to four things they wouldown and do, and that's it. All
that extra stuff that you'redoing is just fluff. Okay? If
(20:15):
you hired a CFO, they'd want toknow these three numbers,
right? And that's it. If youhired a CRO ahead of you know,
Chief Revenue Officer or head ofsales, they're responsible for
two things, moving leads downthe pipeline and understanding
probability to close. Most smallbusinesses don't see their
(20:36):
pipeline, don't know theirpipeline, don't know their
probability to close. Don'tunderstand how to manage a
pipeline,
right? Like, so it's like, sowhat I do is I teach every
single department has the basicsystems that you need to it's
understanding the game,understanding the rules,
understanding what the positionsplay. And what ultimately
happens is, when you can look atthe the game field, that way,
(20:59):
you can go, Okay, wait a minute.
Now, if I move this guy overhere, and I move this guy over
here, and then we pass and youstart to make your own strategy,
because you understand the gameof business. Okay, so that's how
I think about it is. You're notactually wearing all the hats
right now. You're playing atmarketing. You're doing a bunch
of you're throwing spaghetti atthe wall a lot. There's a lot of
(21:20):
people told you to but there isa technique. There are. If you
hired a CMO today, they wouldn'tjump in. And a good cmo wouldn't
just jump in and make you acontent calendar.
They'd actually say, okay, holdon, let's back up. Do we have
product market fit? Right? Do weknow who our people are? Does
our product actually solvedtheir pain point. Is it priced
(21:43):
in a way that they're going topay for it, and is it priced in
a way that's profitable for ourbusiness? Do we now know Have we
interviewed them enough and weknow them so well that we have
promote we know how to promoteand talk and message about said
product at said price? Do wehave a business model that can
scale like a good cmo wouldn'tstart just throwing, slapping
content at the wall. A good cmowould go build up, right,
(22:09):
right? So that's what I do, is Iget so but so where do you
start? Because I can imaginethere's people listening, going,
well, I can't hire a CMO and aCFO and a CRO and so where do
you start?
You should not hire a CMO and aCFO, please. Guys just know.
That's why I always call themthe key grow systems, rather
than those names, because Idon't want people to think,
(22:31):
right, right, right. I thinkthat I can give you a chart to
give to your people, if you'dlike, but you need to know what
each department owns. Got it,okay? What are the simple
metrics that a marketingdepartment looks at? What are
the simple metrics that a COO isrunning? What's the simple
metrics that your sales shouldbe looking at? Because a lot of
times we are trying to do allthe things, and we're actually
(22:52):
not looking at the things thatmoved every department forward.
That's interesting. That'sreally interesting. So how did
you develop this proprietarysystem that you've created, and
how do you use it to helppeople? Do you want the true
story? Yes, of course.
Do you? I? Are you one of thosewomen that when someone tells
(23:15):
you something can't be done,when somebody's like, No, that
can't be done, what's yourreaction to that? Yeah, yeah,
yeah. Well, let me, you know,come back to me in a week.
Yeah, I the true story is I wasworking at a head coaching firm,
and I was the head coach at acoaching firm, and I
said certain I saw certainthings that didn't make sense to
(23:35):
me. Because if, if we are seeingthe same problems over and over
and over and over again, whyaren't we educating our people
with a big picture understandingstrategy and understanding
business, rather than dripfeeding them
short term solutions to eachthing? Okay? And I was like, and
why aren't we creating for ourclients a like CEO dashboard
(23:57):
where they can see these keydepartments and these key
metrics so that they can startto take ownership of their
business. And I kind of was toldit can't be done. And I was
like, hmm, rolls up sleeves. Canit not be done? So it was a
little bit my rebellious,stubborn cry of,
I think this can be donedifferently, and I don't want to
(24:19):
coach people and try to convincethem every year, when their
contract ends, that they have tokeep working with me. I want to
give people the keys to the gameand teach them how the positions
are played, and teach them whatmetrics each position owns, and
teach them to think
that's what fires me up, and sothat's why I created the method
(24:40):
was okay. I sat down one day andI was like,
I literally sat at my diningroom table. I quit my head
coaching role, and I was like,if in a dream world, I could
give people everything that Iwant them to truly know. And
every time I've coached a sevenfigure business owner, I've
always seen.
They always have gaps in thesefoundational pieces. They always
(25:03):
think it's something else andit's something bigger, but it's
always some like prickly gap ofsomething foundational that
they're ignoring. So I just satdown one day with a big piece of
paper, and I said, If I couldgive to every business owner the
things they really need to havein place and need to know, what
would those be? And I literally,my method came from this pyramid
(25:25):
that I drew of it's level one,and then you have to do level
one in order to address leveltwo. And you can't do the fancy
stuff on top until you've donelevel one and level two. And
that's kind of how it was born.I love that. So how do you work
with people now? So we have thegrown ass business accelerator,
where we go through this processand we build out all of this in
(25:48):
your business, whether you arealready a six figure or seven
figure business, we look at allthese pieces in your business,
and we optimize what you have.And in that process, we always
find your unique gap, right?There's always a session where
you're like, Oh yeah, I'm alwaysat this, and then the next
session, you might be like, ohyeah, this is the thing I avoid.
So we build out that scalablebusiness model and strategy in
(26:10):
the accelerator and and we gofrom there. I'm also a certified
mindset coach, and in the grownhouse business CEO, which is the
advanced program. Those peoplewho stay with me, they start
working on that level two tierof work, and we add mindset
work. And I love that. I firmlybelieve. Like, if you, if you
are watching us on YouTube, likethe logo for our she's linked up
(26:32):
program is like Yin yangy Alittle bit. And I do because I
because I believe that the allthe I love strategy, but all the
strategy in the world isn'tgoing to move the needle if you
haven't done the mindset work.And I could talk to you about
strategy all day long, but Ifeel like not enough people are
talking about mindset, and we'reasking these people to be people
they've never been before. Howcould they know how to do that?
(26:55):
You know? So I love that youincorporate that. And I just
yeah, that was also something Ilearned from my coaching job.
Was I was like, Guys, people arecoming to me panicked every two
weeks. I'm talking them off aledge, and then two weeks later
they're back on the ledge. Whatdo I do for them? And they don't
have an answer. So I went andstarted to explore my engineer
(27:17):
brain, how do I fix this? And Idiscovered this thing called
mindset. I heard a woman speakon it on a podcast, and I called
her. I literally found her onInstagram, and I was like, I You
just mentioned you have acertification program. I need
it. I need it for my clients,because I was constantly giving
people the perfect strategy, andthen they weren't taking action
on it, and I couldn't figure outwhy I would just fault do the
(27:40):
follow up. What are we going todo to do the follow up? And I
need to understand that otherelement of right, why we use our
own way sometimes. Yeah, sowhere do you hang out? Where can
people find you and find outmore about you and what you're
doing?
It's very easy to find me onsocials. You can DM me on
Instagram or LinkedIn. You canfind me very easy to find
(28:02):
because I have a funny handle.It's silly. Grows business, C,
E, L, I grows business. Oryou'll put links to all of that,
of course, in the show notes forthis, yeah. Or you can check out
my website. It's grown assbusiness.com.
Awesome, awesome. Well, I lovewhat you're doing. I think that
so, you know, I think it'simportant to go, I almost feel
(28:24):
like it's a little bit of goingback to basics, which probably
we all need to do more of everynow and then, you know, to kind
of go back and look at thesystems and look at the
foundation. And, yeah, I lovethat, and I appreciate you
sharing your vulnerability andsharing also, you know, just the
the journey. Because, you know,I want, I love having, I love
(28:44):
telling stories like this orhaving conversations like this,
because I can't imagine there'sanybody listening that has not
had, you know. I mean, ifanybody else, if anybody's
listening, has a path to successthat was actually a ladder, I
want to know, I want to hearfrom you that it wasn't a little
bit of a roller coaster, youknow? Yeah, I want to hear from
you. I haven't talked to anybodyyet, you know, so, but yet we
(29:04):
think that that should be thecase, right? And I think you
know your point earlier abouthow the people around us have
expectations of what we're doingor don't understand what we're
doing. I think that impacts thattoo, you know, they don't
understand, you know. Okay,well, you did all this thing,
all this stuff and it didn'twork, or didn't work the way you
wanted it to work. So it doesn'twork like, no, no, no. It just
(29:25):
means that didn't work and thatwe can shift things and move
things. And like I said, themarketing in the last year or
two has been things that I couldcount on, things that were so
reliable are not anymore, and wehave to find new ones. And
that's okay, because it's goingto happen again, right? It's not
going to be, you know, it's notgoing to be like, Okay, now it's
this, and it's going to staylike this forever. Yeah, right,
(29:47):
so, and, yeah, I think, to yourpoint, I think the tough thing
in times like this are sometimesif you are surrounded by people
who don't understand that that'spart of the entrepreneurial
journey, and don't.
Support it. It's hard to notbelieve the words the naysayers
around you, right? Yes, Mark,marketing has changed.
(30:08):
Buyer habits have changed. Salesprocesses have changed. People
are skeptical. They're scared.There's a lot of things we could
dig into there in the strategyand geek out. But what's really
hard is when something isn'tworking anymore, and then you
have people around you going,see, see, it's not working. You
should go, it's very hard. It'sif you are feeling this way,
(30:29):
like you're not alone. The Ithink sometimes the harder thing
in these moments isn't thestrategy part, and figuring out
strategy, strategy is always theeasy part. It's right. Take out
the emotion. Look at the datathat didn't work. Tweak it,
tweak it, tweak it. Experimentin rate, iterate, measure it.
Keep going right. The hard thingis not falling into the I suck,
(30:51):
yep, you're right. I must suck,yep, yep. And I think that what
I would love to share is that ifthat's if you are experiencing
that find people like Sally andI to hang out with and other
entrepreneurs. You know, we'vegot our LinkedIn for women
community. If you go to LinkedInfor women community.com It takes
you to our Facebook page, whichis our community. And, you know,
(31:13):
come and hang out there withother women that are having
these conversations. Because,when you It's why I do the show,
right? Because I want to be ableto, it's like, kind of my gift
to the the to the universe,right? Because I think that we
need to understand, especiallyif you're doing this in a little
bit of a silo, that there'ssupport for you, whether you
(31:34):
know, I mean, it doesn't have tobe hiring a business coach. It
should be, I think, I think youknow what Sally talked about
with the soccer team, and beingable to play soccer is so key. I
am the queen of how hard canthis be? That's where those
words come out of my mouth waytoo often, right? And I need to,
I probably can do a better jobof that as well, right? So, so
(31:54):
this was awesome. This was agreat conversation. Thank you so
much for being here today. Iwill definitely be following you
on all the things and keeping aneye on your journey. And if you
love this conversation, then wewould love for you to share this
on your social media platforms,tag me, tag Sally, so that we
can share it with our audience.And that's how we lift each
(32:14):
other up. That's how we supporteach other, and that's how this
becomes less us talking at youand more us being able to talk
with you through theseconversations when you're
sharing these so that would bereally valuable to us. You can
certainly leave review thatwould be that's valuable as
well. And you know, I guess I'llkind of leave you with join that
community that I mentioned,because it seems like the topic
(32:35):
of the day is, is that to be apart of a community of people
that can support you, it'scompletely free, and we'll put
links in that to the show noteas well, and Sally, any last
words you want to share with ouraudience? No, I love this. I
totally agree with you. Sharethe episode, join the group.
What's the name of the group?Again? If you go to LinkedIn for
(32:56):
women community.com, it takesyou to the Facebook group. It's
reignite and rise up. It's, youknow, this, we're in the middle
of rebranding some of thisstuff, but the URL goes straight
to the Facebook group, yeah. Butit's important. I mean, I feel
like I'm a
I feel like I am like acheerleader to my clients all
the time. It's important to bein the room with people who are
going through the same thing andcertainly experimenting and not
(33:18):
being themselves. Up. It's, it'sabsolutely and it's so funny you
started, you started thisconversation by talking about,
we all feel like we are, youknow, like we need to be more
than we are, and that we're not.And in that, in our community,
in our free community, whichwe're still hosting on Facebook,
I don't know if we'll do thatforever, but right now, it's
still there. I made a commitmentin the last couple of weeks to
(33:39):
be to go live in that groupevery day, Monday through
Friday, to just be more present.Because I think the deeper, the
deeper connections is soimportant right now. And every
day I share a like, some onelittle message that I'd love for
the community to maybe journalon or right. And today's was,
you are enough, you know, like,know that you are. Yeah, it is
(34:00):
it, is it is it is important toknow that you are and if it's
not working the way you want itto work, it's okay. We'll tweak
it like and I'm here to help youwith it. Sally's here to help
you with it. Let us help youwith it. So we'll leave you with
that. We'll leave everybody withthat. Thank you so much for
being here. Um,
and I'll be back next week withanother episode of The Good
girls get rich podcast.
Karen,
(00:09):
hello and welcome to the goodgirls get rich podcast. I'm your
host, Karen Yankovich, and I'mexcited to be here today with
our guest this week, Sally.Arias, Sally and I am looking,
really looking forward togetting to know Sally. I don't
know her that well, so we'regoing to meet. Well, so we're
going to meet her together.Sally is the CEO and founder of
the grown ass business, whereshe guides entrepreneurs through
her proprietary methodology, keygrowth systems. It builds. She
(00:33):
helps you build strongfoundations in your business,
recognized as a top coach by theupside in 2024 Sally helps
clients break free from revenueplateaus and burnout by focusing
on core business principles overquick fixes. I love that her
approach emphasizes clarity andcontrol, optimizing essential
business departments to ensuresolid foundations for scaling up
(00:54):
to seven figures and beyond withan impressive educational
background, including twobachelor's degrees, an MBA, a
master of divinity and twoadditional certificates. Sally
brings a wealth of knowledge toher coaching practice. Her
diverse experiences fromprofessional tango dancing to
working in the fashion industry,coupled with her immigrant
background from Argentina, haveshaped her into a dynamic and
(01:15):
passionate coach dedicated tohelping entrepreneurs achieve
their business goals and realizetheir full potential. Sally,
welcome to the good girls getrich podcast. Thank you. Thanks
for having me. I'm excited totalk to you too. So this is
going to be fun. Yeah? Wow, allthe things, all the things I
want to dive into, like, all thethings around my mind, I'm like,
(01:36):
Hmm, I need to edit that down.That's a mouthful. Yeah, you
know what? It's fine. If Ineeded to, I would have but it
was a lot of good stuff inthere. So stuff in there, so I
wanted to get it all out. Youknow, we're recording this. It's
the end of 2024 it's been acrazy year for business. I'm not
sure this is probably going togo live in the end of 2024 I
didn't actually look before wehit this recording. But I guess,
I guess, as I'm looking at allof this, one of the, some of the
(01:58):
things that I really love aboutwhat you talk about are the core
business principles and the andthe, you know, clarity and
control and scaling. Because Idon't know if you're
experiencing this, but I cantell you that I've experienced
this, and many of the peopleI've interviewed and many of my
clients 2024 and maybe evenparts of 2023 there was just
some big shifts in how businessis working, and what worked two
(02:21):
years ago is not necessarilyworking now, and I've never seen
it in my business the way it'sbeen in the last couple of
years. So I'm looking forward tohearing your take on all of
this. Okay, yeah, amazing. Intoit. So you talk, you know, so in
our notes, in my notes, aboutthe the kinds of conversations
we could have here, you talkabout the fact that you have
(02:43):
your journey comes from beinghomeless to becoming a seven
figure business owner. So tellme a little bit about that.
Let's start there, like how youknow? Because I think our
audience can relate to shifts inidentity and shifts in
prosperity and shifts in youknow, just how things are
working. So, so tell us a littlebit about your journey. What
(03:03):
brought you to where you aretoday? Yeah, you know, it's
funny too. There's things aboutyour journey that you kind of
block out or don't, don't giveit much energy and attention,
because it was a hard time inyour life. And I was at a dinner
last year. I was at a like,important people's dinner put on
by my mentor, and he does thisthing where you go to the if
(03:24):
you're invited to these dinners,you're not allowed to say what
you do. And he'll give youprompts to make it kind of an
interesting night of of deeperconnection with interesting
people. There might be somefamous people in the room, so
you obviously recognize them.You're like, well, I know what
you do, right, right? But hewent around. I was sitting he
was to my left, and hisassistant was to my right, and
(03:45):
he sent out this prompt of shareone thing that no one at this
table would ever guess aboutyou, that's really embarrassing,
something that's embarrassingabout you that you would never
no one could ever believe thatthat happened to you. And I was
sitting next to his assistant.And of course, I was the last
one to go, because he wentaround to his left, you know. So
(04:07):
I'm listening to all thesereally interesting, amazing
stories. And I kind of, I kindof like that position, though,
because you could also kind offeel out the room, what kinds of
things are people going to say,right? That's true, but you
know, it's like, it's like,everyone gets better and better
and better. And so I was like,Oh no. And I looked at her, and
I was like, I don't know whichstory to tell. I have two. I
have two really, and because Ihave a really, really
interesting background, whichyou just read a lot about, which
(04:29):
would never believe in amillionaire. And she looked at
me and she said, Well, somethingI'd never believe about you is
that you've ever experiencedanything like homelessness. And
I was like, huh,
funny. You should say that thatwasn't even one of my stories I
would consider sharing, and itwas this funny moment to me of
and I told her that, and she wasflabbergasted, and I thought,
(04:54):
Oh, wow, there's areas where wereally hold so much shame we
don't even consider that astory.
Really worth telling, even whenprompted, wow, yeah. And there's
a lot of vulnerability aroundthat to share, right? But I
think that that also bringsrelatability. So what happened
when you shared the story? Yeah,so there was this moment of, oh,
(05:16):
good lord, there's a lot ofpower in some of my stories that
aren't the glamorous successstories, right? So I share it
more openly now. So when youasked me that, I was like, Oh,
that's funny that this is comingup,
but yeah, for me, I have been anentrepreneur since I was 11
years old. I'm an immigrant andchild of immigrants, and when I
(05:38):
was a kid, I really wanted tostudy ballet, and my parents
couldn't afford it, and I wasvery much entrepreneurial. I was
like, no problem, no big deal.I'll just start a business. I'll
just do something to make money.And I didn't want to mow lawns
because that seemed exhausting,so I started a babysitting club,
and I literally made my ownmoney. I rode my little garage
(05:59):
sale bicycle to the nearestdance studio. I went in and I
signed myself up. Wow, that'sawesome. And that's and I feel
like, if you were that way as akid, you're probably an
entrepreneur. I think that'strue. I was thinking about that
when you were saying that, like,if you ask, I should maybe ask
that question on this, on thisshow to people more like, were
you entrepreneurial as a kid?Because I think you'll find
that, you know, we're the onesthat were like organizing the
(06:22):
backyard plays and carnivalsand, you know,
yeah, and charging inventions,right? Charging and mittens.
Yeah, exactly. So in my 20s, Ihad a fashion line.
Fast Forward, I moved back toArgentina, where I'm from. I got
my second degree in fashiondesign. I started a fashion
(06:43):
line. I also was teaching. Ialso had, I had, I was running
three businesses at the time,actually, and bad partnerships,
bad moves, not checking, notlike being very of work. You
know, my word is my bond, so Iassume yours is two not really,
not knowing my numbers, put mein a situation. That one
(07:06):
argument kicked me out of two ofthose businesses, you know, at
the drop of a hat, and I was onthe street because one of the
businesses was a bed andbreakfast that I managed, and
really helped run the wholething, everything about it, but
that argument left me out on thestreet. So the good thing was
that I, you know, and I don'talways think I was homeless,
(07:27):
because I did have a little
studio, Sewing Studio that Irented. So I did go sleep on my
little factory floor. So I had,I had a place to go, but I
didn't really have a home forquite some time. I didn't
actually have, like, a home. Iwas, you know, sleeping on a
cement floor next to the buzz ofa refrigerator and lots of
(07:51):
sewing machines, yeah, you know.But, I mean, listen, I don't, I
don't, I think what, what I'mhearing, though, is, and this is
the part of the of this that Iwant to hear more about, too, is
like the resourcefulness thatmany entrepreneurial people
have, which is just like, Okay,well, this didn't work. So it
doesn't mean it doesn't work. Itjust means I've got to re
(08:13):
organize or shift or, you know,reinvent something maybe a
little bit. Is that kind of whatyou did? Oh my gosh, that's what
I did then, and I think that'swhat I keep doing, and that's
what I coach my clients to do. Ithink that's what we do, right?
And if you don't do that's whereyou get frustrated with
entrepreneurship, and you startto make it about you. I'm not
(08:36):
good enough. I'm not smartenough. There must be something
wrong with me. I'm doing thiswrong. Everyone else seems to be
having a good time, and I'm not.And it's like, no, that's not,
that's not it at all. It's thenature of the game, which is,
ooh, oops, mistake made, learnfrom mistake, right? Take in
that data, pivot, try somethingdifferent. So, but I did have an
(08:58):
opportunity in that moment, andI think this says something too.
My mother called me and insistedI fly back to New York. I'm
moving with her, and she's like,just give it up. You know, like
you just you don't have a home,you have to start over. Also,
those two businesses closingmeant that one of my biggest
lead flows to my fat my fashionline was attached to those two
(09:20):
other businesses. So my biggestlead flow had suddenly closed to
my fashion line as well. So itwas really like, start over, do
over. And she insisted that Icome home, and I just was like,
No,
I gotta, I gotta see thisthrough. I mean, there's a
little bit of 20 you're in your20s, and you have that kind of
energy and that kind of naivete,for sure. But I was like, No way
(09:45):
this is not going to crush me.I'm not running home to mom and
doing what she would like, whichis get a corporate job and have
a very safe life. I was like,No, I'm sticking this out. And I
worked my way back up. I had tocreate new leaf flow. I had.
To create new connections, I hadto go network more and go to
events and put my clothing outat events. And I'm a total
(10:06):
introvert, so I had to, and thenI started by renting a room at
somebody's house, and then Irented a room in somebody else's
house. And like, I went fromhaving, you know, being in this
huge, five story home tostarting over, you know, renting
rooms and doing the whole thing.But there is something about the
entrepreneurial journey in that.Well, yeah, and I, and I, you
(10:29):
know, I mean, I know a lot ofthe work that you do is focused
on the foundation and and thepillars of your business. So I
would, I would imagine that waskind of like, you know, kind of
trial by fire, a little bitthere, right? Like, oh, this
wasn't in place. So not only amI going to do it, you also
probably could recognize whereother people were missing that.
(10:50):
Yeah, I mean, at the time, Ididn't look there, there's,
there's a, there's like, twoways to do business, right?
There is that 20 year old I'mjust going to push through and
white knuckle it and work 20hour days. That's an option, or
you get smarter, right? And Itry to help people get smarter
earlier on in the journey. Ilove that because I think I
(11:12):
always say to people, look
a business coach. Really a goodbusiness coach. Their one job is
to condense time for you,
because you're up against theclock, because what's going to
happen over time is you'reeither going to run out of
money, you're going to burnthrough your run rate, or worse,
(11:33):
you're going to burn throughyour own faith in yourself.
Yeah. So that's what a goodbusiness coach or a business
coaching program. They shouldn'tbe
giving you the shiny object orthe one tactic or the new
marketing strategy or the newfunnel or building out yourself
there. They need to be thinkingabout, how do I actually teach
(11:54):
you all the things that you needto know about business? Because
you deserve to know what youneed to know, and you deserve to
understand it so that I condensetime for you that business. I
ran that business for nineyears, but I made all the
mistakes. I didn't think aboutthese things, right? I just was
like a spinning plates crazyperson, you know. And I had the
energy to do that too, because Iwas in my 20s. But I would say
(12:16):
that business ran me into theground, and even when it ran me
into the ground, I kept goinguntil I did hit that day where I
was like, There's got to besomething wrong with me. Maybe I
need an MBA,
which is nothing else, by theway, guys don't, don't go get an
MBA if you're an entrepreneur.
So I didn't. I learned all thisstuff the hard way, really,
(12:39):
really, really, the hard way,and that's why I'm very
passionate about how do I makeit as simple and condensed as
possible, so that you know thegame of business and you run
your business that way. So howdid you make that shift, right?
Like you were running thisbusiness and it was fashion
related, and then you weregetting your MBA, and now you
(13:02):
are, you know, helping us becomeseven figure business owners,
right? So how, how did you makethat shift? And when did you
make that shift?
I think it has a little bit todo with leaning into your
strengths and knowing whereyou're strong. So for me, I am
an engineer at heart, and I'm anintrovert and I'm an observer.
(13:22):
So in my MBA program, I startedto
observe more, and I started togo, what can I, you know? I went
into an MBA trying to be betterat business. A lot of people
went into their MBA because theyjust, they needed it to get
their promotion and climb theladder as an entrepreneur. I
didn't even understand thatworld. You know, I was like,
what? Oh, you're just doing thisimpress your boss. Like, in my
(13:45):
brain, I was like, oh, no, I'mtrying to understand this stuff.
I need to really figure it out.I need to. I've made a lot of
mistakes. I gotta, I gotta getin here. I gotta get my hands
dirty. So I really went intoEngineer mode. And then from
there, I worked at a startup.And it was one of those scrappy
startups where you are thedirector of marketing, but
(14:06):
you're also kind of the directorof ops, and you're also helping
with sales. And it was, which iswhat many people listening
probably feel like right now intheir own business, right?
Absolutely. And so it was greatfor me, because I was like,
Okay, what's working here andwhat's not working here. So I
started. I took that role. Itook that position for many,
(14:26):
many years because I wasn'trunning my own business at the
time. So I was at a startup as adirector of marketing turned
director of ops, because theywere like, Wait a minute. This
girl understands supply chain.She understands step by step
processes that need to happen toget a shirt made. She doesn't
need to. She can market itbecause she can market it. She
can talk about it, but she cantalk about it because she
understands the operations. Andthen that company closed, so I
(14:47):
paid attention to, like, whythey closed, what happened, what
would I have done differently?Then I got a job in corporate
sales because of myunderstanding of marketing,
sales and supply chain,corporate sales and luxury
fashion and luxury.
Partnerships. So I learned whatreally doesn't work in
corporate. I just, I always, Iclosed really big deals, but I
(15:08):
did them in this entrepreneurialway, and I always got a lot of
pushback from my bosses, oflike, but you didn't do it our
way. And I'm like, Yeah, butyour way is broken.
So I think I just for many, manyyears, I think people need to
understand this. It's not thethis. It's not that like I had
one failed business and thenstarted another one and fixed it
overnight. Absolutely not. Ialways tell people this, think
(15:30):
about it for a second. Justthink most of the successful
entrepreneurs that we worship
right that are big deals in themedia or have big platforms,
they always talk about howthey've had seven or eight or
nine or 10 failed businessesbefore this one that we know
them for, yep, yep, right? Andthere's a reason for that. It's
(15:52):
because they're actuallylearning all this stuff and
figuring it out business afterbusiness after business. I just
didn't do that. Maybe I didn'thave the I didn't have the
backbone for it. I definitelydidn't have the budget for it.
But I went back into startupsand corporates, and then back to
startup, but with this alwaysrunning behind in the back of my
(16:12):
mind, what's working here?What's not working? What could I
learn from this? What would I dodifferently? You know, I would
go, when I was a COO, I wouldhave to report the numbers every
week to the board. And Iremember being like, No, I'm the
process in OPS girl, and Imanage the team, and I get
everything done, but I can'treport on the numbers and sales
and the growth plan to you. Andthey were like, Yeah, that's
(16:34):
your job too. So I think that mytime away from entrepreneurship,
I was still running anentrepreneur program. In the
back of my mind, I get that,yeah, it all out, and I think
that's a big part of it. Andthen I became a head coach for a
coaching firm and coachedhundreds of businesses in a
(16:55):
very, very short amount of time.So I started to see pattern.
It's ultimately patterns. Sothat's what I was just going to
ask you, what do you look forwhen you see or when you're
working with a company, or,like, when, if I'm listening,
you know, for the people thatare listening right now, what do
you look for when you are, youknow, helping somebody make sure
that they do have things inplace to grow and scale?
(17:17):
Okay, so this is how, this ishow I think of it, and this is
my methodology, and this is theget ahead in business method,
which is, you said it earlier,everyone can relate to feeling
like they're running all thedepartments and doing all the
things, and they feel reallyscattered. My theory is that
you're only feel that way, butyou're actually not doing it.
Okay. You're running all you'rerunning all of the departments
(17:40):
from your limited knowledge andskill set of each department,
there's probably one departmentwhere you feel really strong in
whether you're naturally abetter marketer, or you're a
better inspirational leader,you're like that visionary
leader that comes up with a newidea every week, right, right?
Or you're like me that you lovedbeing a COO and you loved
operations, but you have troublegetting visible whatever it is
(18:03):
you're running, you're wearingall the hats, but not really.
You're wearing all the hats fromthe position of whatever hat
you're strong in. And businessis like sports.
To me, it's kind of like, Ialways say this,
we approach like, if you, if youwere to, do you play soccer? Do
(18:25):
I play soccer? Yes, no. Rightmeaning to watch soccer. I know
how to, I know how to I know Iknow how to watch soccer.
Perfect examples for thisanalogy I write, I'm Argentina.
I love watching soccer, right?But if you were in front of a
soccer field, you wouldn't darewalk out onto that soccer field
and try to play right? Like, ohno, no, no, no, do not pass the
(18:49):
ball to me, right, right? I knowwhat I'm doing. You need Right?
Like, I'll, you know, right? So,but that's what we do with
business, right? We watch it,and we go, oh yeah, I can do
this. And not only I can dothis, but how hard can this be?
If this person can do it, Ishould be able to do it right.
I've observed it. I've watchedit. I can walk out into the
field and run a business andmake seven figures. So that's
(19:11):
problem number one and numbertwo. A lot of times, because
you're starting a business,you're doing some something
counter cultural that makes alot of people in your family and
your soccer group nervous anduncomfortable for you. So worse
off you. You feel like you haveto walk out into that field, and
you feel like you have to bemessy, like I gotta prove
(19:31):
myself. Not only do I not knowwhat I'm doing and I don't know
how to dribble this ball, and Idon't know what the positions
do, like I'm Argentine, I do notknow what the soccer positions
are, I don't know what aposition does, right, but that's
how we approach business. Like,not only am I starting a
business and I don't know whatI'm doing, but I gotta prove
myself right, and I gottapretend like I know right,
(19:52):
right, right. So what I do? Sowhat do you recommend? What are
all? What are the positions?What do they do, and what is
the.
Minimum that each position mustdo. So what I teach people, the
five key growth systems are, ifyou hired a CMO, here are the
three to four things they wouldown and do, and that's it. All
that extra stuff that you'redoing is just fluff. Okay? If
(20:15):
you hired a CFO, they'd want toknow these three numbers,
right? And that's it. If youhired a CRO ahead of you know,
Chief Revenue Officer or head ofsales, they're responsible for
two things, moving leads downthe pipeline and understanding
probability to close. Most smallbusinesses don't see their
(20:36):
pipeline, don't know theirpipeline, don't know their
probability to close. Don'tunderstand how to manage a
pipeline,
right? Like, so it's like, sowhat I do is I teach every
single department has the basicsystems that you need to it's
understanding the game,understanding the rules,
understanding what the positionsplay. And what ultimately
happens is, when you can look atthe the game field, that way,
(20:59):
you can go, Okay, wait a minute.
Now, if I move this guy overhere, and I move this guy over
here, and then we pass and youstart to make your own strategy,
because you understand the gameof business. Okay, so that's how
I think about it is. You're notactually wearing all the hats
right now. You're playing atmarketing. You're doing a bunch
of you're throwing spaghetti atthe wall a lot. There's a lot of
(21:20):
people told you to but there isa technique. There are. If you
hired a CMO today, they wouldn'tjump in. And a good cmo wouldn't
just jump in and make you acontent calendar.
They'd actually say, okay, holdon, let's back up. Do we have
product market fit? Right? Do weknow who our people are? Does
our product actually solvedtheir pain point. Is it priced
(21:43):
in a way that they're going topay for it, and is it priced in
a way that's profitable for ourbusiness? Do we now know Have we
interviewed them enough and weknow them so well that we have
promote we know how to promoteand talk and message about said
product at said price? Do wehave a business model that can
scale like a good cmo wouldn'tstart just throwing, slapping
content at the wall. A good cmowould go build up, right,
(22:09):
right? So that's what I do, is Iget so but so where do you
start? Because I can imaginethere's people listening, going,
well, I can't hire a CMO and aCFO and a CRO and so where do
you start?
You should not hire a CMO and aCFO, please. Guys just know.
That's why I always call themthe key grow systems, rather
than those names, because Idon't want people to think,
(22:31):
right, right, right. I thinkthat I can give you a chart to
give to your people, if you'dlike, but you need to know what
each department owns. Got it,okay? What are the simple
metrics that a marketingdepartment looks at? What are
the simple metrics that a COO isrunning? What's the simple
metrics that your sales shouldbe looking at? Because a lot of
times we are trying to do allthe things, and we're actually
(22:52):
not looking at the things thatmoved every department forward.
That's interesting. That'sreally interesting. So how did
you develop this proprietarysystem that you've created, and
how do you use it to helppeople? Do you want the true
story? Yes, of course.
Do you? I? Are you one of thosewomen that when someone tells
(23:15):
you something can't be done,when somebody's like, No, that
can't be done, what's yourreaction to that? Yeah, yeah,
yeah. Well, let me, you know,come back to me in a week.
Yeah, I the true story is I wasworking at a head coaching firm,
and I was the head coach at acoaching firm, and I
said certain I saw certainthings that didn't make sense to
(23:35):
me. Because if, if we are seeingthe same problems over and over
and over and over again, whyaren't we educating our people
with a big picture understandingstrategy and understanding
business, rather than dripfeeding them
short term solutions to eachthing? Okay? And I was like, and
why aren't we creating for ourclients a like CEO dashboard
(23:57):
where they can see these keydepartments and these key
metrics so that they can startto take ownership of their
business. And I kind of was toldit can't be done. And I was
like, hmm, rolls up sleeves. Canit not be done? So it was a
little bit my rebellious,stubborn cry of,
I think this can be donedifferently, and I don't want to
(24:19):
coach people and try to convincethem every year, when their
contract ends, that they have tokeep working with me. I want to
give people the keys to the gameand teach them how the positions
are played, and teach them whatmetrics each position owns, and
teach them to think
that's what fires me up, and sothat's why I created the method
(24:40):
was okay. I sat down one day andI was like,
I literally sat at my diningroom table. I quit my head
coaching role, and I was like,if in a dream world, I could
give people everything that Iwant them to truly know. And
every time I've coached a sevenfigure business owner, I've
always seen.
They always have gaps in thesefoundational pieces. They always
(25:03):
think it's something else andit's something bigger, but it's
always some like prickly gap ofsomething foundational that
they're ignoring. So I just satdown one day with a big piece of
paper, and I said, If I couldgive to every business owner the
things they really need to havein place and need to know, what
would those be? And I literally,my method came from this pyramid
(25:25):
that I drew of it's level one,and then you have to do level
one in order to address leveltwo. And you can't do the fancy
stuff on top until you've donelevel one and level two. And
that's kind of how it was born.I love that. So how do you work
with people now? So we have thegrown ass business accelerator,
where we go through this processand we build out all of this in
(25:48):
your business, whether you arealready a six figure or seven
figure business, we look at allthese pieces in your business,
and we optimize what you have.And in that process, we always
find your unique gap, right?There's always a session where
you're like, Oh yeah, I'm alwaysat this, and then the next
session, you might be like, ohyeah, this is the thing I avoid.
So we build out that scalablebusiness model and strategy in
(26:10):
the accelerator and and we gofrom there. I'm also a certified
mindset coach, and in the grownhouse business CEO, which is the
advanced program. Those peoplewho stay with me, they start
working on that level two tierof work, and we add mindset
work. And I love that. I firmlybelieve. Like, if you, if you
are watching us on YouTube, likethe logo for our she's linked up
(26:32):
program is like Yin yangy Alittle bit. And I do because I
because I believe that the allthe I love strategy, but all the
strategy in the world isn'tgoing to move the needle if you
haven't done the mindset work.And I could talk to you about
strategy all day long, but Ifeel like not enough people are
talking about mindset, and we'reasking these people to be people
they've never been before. Howcould they know how to do that?
(26:55):
You know? So I love that youincorporate that. And I just
yeah, that was also something Ilearned from my coaching job.
Was I was like, Guys, people arecoming to me panicked every two
weeks. I'm talking them off aledge, and then two weeks later
they're back on the ledge. Whatdo I do for them? And they don't
have an answer. So I went andstarted to explore my engineer
(27:17):
brain, how do I fix this? And Idiscovered this thing called
mindset. I heard a woman speakon it on a podcast, and I called
her. I literally found her onInstagram, and I was like, I You
just mentioned you have acertification program. I need
it. I need it for my clients,because I was constantly giving
people the perfect strategy, andthen they weren't taking action
on it, and I couldn't figure outwhy I would just fault do the
(27:40):
follow up. What are we going todo to do the follow up? And I
need to understand that otherelement of right, why we use our
own way sometimes. Yeah, sowhere do you hang out? Where can
people find you and find outmore about you and what you're
doing?
It's very easy to find me onsocials. You can DM me on
Instagram or LinkedIn. You canfind me very easy to find
(28:02):
because I have a funny handle.It's silly. Grows business, C,
E, L, I grows business. Oryou'll put links to all of that,
of course, in the show notes forthis, yeah. Or you can check out
my website. It's grown assbusiness.com.
Awesome, awesome. Well, I lovewhat you're doing. I think that
so, you know, I think it'simportant to go, I almost feel
(28:24):
like it's a little bit of goingback to basics, which probably
we all need to do more of everynow and then, you know, to kind
of go back and look at thesystems and look at the
foundation. And, yeah, I lovethat, and I appreciate you
sharing your vulnerability andsharing also, you know, just the
the journey. Because, you know,I want, I love having, I love
(28:44):
telling stories like this orhaving conversations like this,
because I can't imagine there'sanybody listening that has not
had, you know. I mean, ifanybody else, if anybody's
listening, has a path to successthat was actually a ladder, I
want to know, I want to hearfrom you that it wasn't a little
bit of a roller coaster, youknow? Yeah, I want to hear from
you. I haven't talked to anybodyyet, you know, so, but yet we
(29:04):
think that that should be thecase, right? And I think you
know your point earlier abouthow the people around us have
expectations of what we're doingor don't understand what we're
doing. I think that impacts thattoo, you know, they don't
understand, you know. Okay,well, you did all this thing,
all this stuff and it didn'twork, or didn't work the way you
wanted it to work. So it doesn'twork like, no, no, no. It just
(29:25):
means that didn't work and thatwe can shift things and move
things. And like I said, themarketing in the last year or
two has been things that I couldcount on, things that were so
reliable are not anymore, and wehave to find new ones. And
that's okay, because it's goingto happen again, right? It's not
going to be, you know, it's notgoing to be like, Okay, now it's
this, and it's going to staylike this forever. Yeah, right,
(29:47):
so, and, yeah, I think, to yourpoint, I think the tough thing
in times like this are sometimesif you are surrounded by people
who don't understand that that'spart of the entrepreneurial
journey, and don't.
Support it. It's hard to notbelieve the words the naysayers
around you, right? Yes, Mark,marketing has changed.
(30:08):
Buyer habits have changed. Salesprocesses have changed. People
are skeptical. They're scared.There's a lot of things we could
dig into there in the strategyand geek out. But what's really
hard is when something isn'tworking anymore, and then you
have people around you going,see, see, it's not working. You
should go, it's very hard. It'sif you are feeling this way,
(30:29):
like you're not alone. The Ithink sometimes the harder thing
in these moments isn't thestrategy part, and figuring out
strategy, strategy is always theeasy part. It's right. Take out
the emotion. Look at the datathat didn't work. Tweak it,
tweak it, tweak it. Experimentin rate, iterate, measure it.
Keep going right. The hard thingis not falling into the I suck,
(30:51):
yep, you're right. I must suck,yep, yep. And I think that what
I would love to share is that ifthat's if you are experiencing
that find people like Sally andI to hang out with and other
entrepreneurs. You know, we'vegot our LinkedIn for women
community. If you go to LinkedInfor women community.com It takes
you to our Facebook page, whichis our community. And, you know,
(31:13):
come and hang out there withother women that are having
these conversations. Because,when you It's why I do the show,
right? Because I want to be ableto, it's like, kind of my gift
to the the to the universe,right? Because I think that we
need to understand, especiallyif you're doing this in a little
bit of a silo, that there'ssupport for you, whether you
(31:34):
know, I mean, it doesn't have tobe hiring a business coach. It
should be, I think, I think youknow what Sally talked about
with the soccer team, and beingable to play soccer is so key. I
am the queen of how hard canthis be? That's where those
words come out of my mouth waytoo often, right? And I need to,
I probably can do a better jobof that as well, right? So, so
(31:54):
this was awesome. This was agreat conversation. Thank you so
much for being here today. Iwill definitely be following you
on all the things and keeping aneye on your journey. And if you
love this conversation, then wewould love for you to share this
on your social media platforms,tag me, tag Sally, so that we
can share it with our audience.And that's how we lift each
(32:14):
other up. That's how we supporteach other, and that's how this
becomes less us talking at youand more us being able to talk
with you through theseconversations when you're
sharing these so that would bereally valuable to us. You can
certainly leave review thatwould be that's valuable as
well. And you know, I guess I'llkind of leave you with join that
community that I mentioned,because it seems like the topic
(32:35):
of the day is, is that to be apart of a community of people
that can support you, it'scompletely free, and we'll put
links in that to the show noteas well, and Sally, any last
words you want to share with ouraudience? No, I love this. I
totally agree with you. Sharethe episode, join the group.
What's the name of the group?Again? If you go to LinkedIn for
(32:56):
women community.com, it takesyou to the Facebook group. It's
reignite and rise up. It's, youknow, this, we're in the middle
of rebranding some of thisstuff, but the URL goes straight
to the Facebook group, yeah. Butit's important. I mean, I feel
like I'm a
I feel like I am like acheerleader to my clients all
the time. It's important to bein the room with people who are
going through the same thing andcertainly experimenting and not
(33:18):
being themselves. Up. It's, it'sabsolutely and it's so funny you
started, you started thisconversation by talking about,
we all feel like we are, youknow, like we need to be more
than we are, and that we're not.And in that, in our community,
in our free community, whichwe're still hosting on Facebook,
I don't know if we'll do thatforever, but right now, it's
still there. I made a commitmentin the last couple of weeks to
(33:39):
be to go live in that groupevery day, Monday through
Friday, to just be more present.Because I think the deeper, the
deeper connections is soimportant right now. And every
day I share a like, some onelittle message that I'd love for
the community to maybe journalon or right. And today's was,
you are enough, you know, like,know that you are. Yeah, it is
(34:00):
it, is it is it is important toknow that you are and if it's
not working the way you want itto work, it's okay. We'll tweak
it like and I'm here to help youwith it. Sally's here to help
you with it. Let us help youwith it. So we'll leave you with
that. We'll leave everybody withthat. Thank you so much for
being here. Um,
and I'll be back next week withanother episode of The Good
girls get rich podcast.
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